Search results

Crowd logistics is a rising phenomenon in last-mile delivery that integrates technological applications and sources a large number of participants to do logistical activities, achieving sustainable shipping in urban environments. However, up until now, there has been limited literature in this field. This research aims to investigate the extrinsic and intrinsic factors that impact the participative behaviour of driver-partners in crowd logistics.

An integrated model is developed based on motivation theory, incorporating attitude as a contributor to both extrinsic and intrinsic motivations. A questionnaire was constructed and distributed to collect data from 303 respondents who are existing or potential driver-partners in Vietnam.

Our findings confirm (1) the influence of monetary rewards on extrinsic motivation and (2) the power of self-efficacy, trust and sense of belonging on intrinsic motivation. Further, we find that attitude positively impacts extrinsic motivation, whereas there is no effect between attitude and intrinsic motivation. Both extrinsic and intrinsic motivations are demonstrated to significantly influence driver-partners' participative intentions. Additionally, a positive association is found between extrinsic and intrinsic motivations.

Findings from this study theoretically enrich the literature on crowd logistics, especially on the supply side, and empirically contribute to implications that are valuable to crowd logistics firms on driver-partner recruitment and business strategy development.

The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.

Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.

The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.

When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.

The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.

As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This research develops a mediated moderation model to explain how employees' intrinsic and extrinsic motivations for ATW affect their turnover intention through work–life conflict.

A survey was conducted to collect data of 484 employees from Chinese companies. Partial Least Square was used to perform data analysis.

The results show that intrinsic motivation for ATW has an indirect negative impact on turnover intention via work–life conflict, whereas extrinsic motivation for ATW has both a positive direct impact and a positive indirect impact (via work–life conflict) on turnover intention. This study also helps find that time spent on ATW can strengthen the positive impact of extrinsic motivation for ATW on turnover intention but has no moderation effect on the impact of intrinsic motivation for ATW. Furthermore, this study reveals that the interaction effect of time spent on ATW and extrinsic motivation on turnover intention is mediated by employees' perceived work–life conflict.

By discovering the distinct impact of employees' intrinsic and extrinsic motivations for ATW on turnover intention, this research provides a contingent view regarding the impact of ATW and offers guidance to managers regarding how to mitigate ATW-induced turnover intention through fostering different motivations.

This study aims to investigate the relationship between self-determined motivation and organizational commitment, with the mediating role of cross-cultural adjustment of low-skilled workers who come from an emerging economy working in a developed economy. This study also aims to determine the interaction effect between intrinsic and extrinsic motivation on organizational commitment.

This study collects a sample data of 236 Vietnamese laborers in Taiwan. Structural equation modeling is used to analyze data and test hypotheses.

Results show that intrinsic and extrinsic motivations are positively related to organizational commitment. Cross-cultural adjustment positively mediates the relationship between intrinsic motivation and organizational commitment and that between extrinsic motivation and organizational commitment. Furthermore, extrinsic motivation positively moderates the relationship between intrinsic motivation and organizational commitment.

This study helps to untangle the relationship between self-determined motivation and organizational commitment of low-skilled workers in an unfamiliar environment. Furthermore, this study also clarifies the mediating and moderating mechanisms of cross-cultural adjustment and extrinsic motivation in this relationship. The findings provide implications for researchers and managers to plan and implement policy and management systems that combine tangible and intangible incentives to motivate foreign workers and induce positive outcomes for companies in a new cultural context.

The purpose of this study was to investigate the mediating role of teachers' intrinsic and extrinsic motivation in the relationship between principals' perceived distributed leadership and organizational learning capability in schools.

The study employs a quantitative research design and a survey methodology. Data were collected from 400 teachers in Bahrain.

The results reveal that teachers' intrinsic and extrinsic motivation fully mediates the relationship between principals' perceived distributed leadership and organizational learning capability in schools.

The study contributes to the literature on distributed leadership, organizational learning and motivation by highlighting the important mediating role of teachers' intrinsic and extrinsic motivation in the relationship between principals' perceived distributed leadership and organizational learning capability. The study also has practical implications for school administrators by suggesting that distributed leadership practices can be an effective strategy for promoting organizational learning capability in schools.

It is important to understand why some workers prolong their working life even though they are entitled to statutory pension benefits. This paper aims to investigate whether senior workers are motivated by external factors such as pay and social expectations (extrinsic motivation) or are primarily motivated by internal factors such as job satisfaction (intrinsic motivation). This is a central question for policymakers and social partners when it comes to the design of public pension systems and work organisation.

This study uses a combined longitudinal administrative data and an own-designed postal survey to ask individuals aged 65–76 years to describe their work motivation. Based on the answers, this study constructs an index of autonomous motivation (AM) where a value of zero implies only extrinsic motivation and a value of one implies only intrinsic motivation. The values between zero and one thus imply various grades of AM, where higher values signal motivation that is more autonomous and hence a higher degree of intrinsic work motivation.

The results of the statistical analysis show that the extent of intrinsic motivation is higher among senior workers who retired aged 65 years or older compared to those who retired at 65 years or younger. In addition, this study found that the degree of intrinsic work motivation among senior workers decreases when they face economic and financial constraints. It also found that intrinsic motivation is more prevalent among high-skilled workers.

This study shows that individuals who continue to work after 65 are mostly motivated by the satisfaction they derive from their job. Job satisfaction is strongly related to skill level, job quality, job content and job autonomy. Results indicate that job quality and commitment to work are essential elements for motivating seniors to postpone retirement.

This study contributes to this literature by applying a multidisciplinary approach from organisational psychology and labour economics that considers the potential importance of intrinsic motivation to work after standard retirement age. The authors think that this approach enhances the understanding of the mechanisms behind the lengthening of working life. Finally, this study suggests a simple, but efficient way of empirically measuring the extent of intrinsic motivation among workers.

Research on knowledge creation within eSports learning is scarce. This study extends the understanding of competition-oriented collaborative learning in eSports by examining the relationship between the dynamics of knowledge creation modes and the continuum of the motivational profile, along with the moderating effects of mutualistic co-presence therein.

Participants were recruited from the community of massively multiplayer online gamers (MMOGs). Through a quantitative survey, their motivations (i.e. self-extrinsic, self-intrinsic, peer-extrinsic and peer-intrinsic motivations), knowledge creation involvements (i.e. internalization, externalization, combination and socialization) and perception of mutualistic benefit of self and peers were captured for hypothesis testing.

Significant and positive direct relationships were observed between four motivations and four knowledge creation modes. The mutualistic co-presence positively moderated the positive relationship between the self-extrinsic, peer-extrinsic and peer-intrinsic motivations and socialization. When mutualistic self-benefit were outweighed, peer-extrinsic motivated gamers became less likely to perform internalization, whereas self-extrinsic and peer-extrinsic motivated gamers were less likely to perform combination.

This study is among the first to rationalize the relationship between motivational profile and the dynamics of knowledge creation in eSports learning. The conceptualization of the new construct – mutualistic co-presence – using the ecological concept of symbiosis is uncommon in prior literature. The findings also demonstrate that the four modes of knowledge creation in eSports learning are continuous and interwoven; they can be initiated at any point and do not necessarily occur in a specific sequence.

This study investigated the relationship between principals' abusive leadership and teachers' intrinsic and extrinsic motivations, exploring the potential moderating effects of the duration of the relationship and group size within educational settings.

Data were collected from a sample of teachers in Bahrain, using self-report measures. The data were analyzed using regression analyses.

The findings reveal a significant negative relationship between principals' abusive leadership and teachers' intrinsic and extrinsic motivations. The results also show that the duration of the relationship moderates the correlation between abusive leadership and teachers' extrinsic motivation, with teachers who have been in longer relationships with their principals showing greater resistance to the detrimental effects of abusive leadership on their extrinsic motivation. Group size was found to moderate this correlation, with larger groups exhibiting stronger buffering against the negative effect of abusive leadership.

The findings provide valuable insights into the dynamics of abusive leadership in educational settings and the potential moderating factors that can help alleviate its detrimental effects on teachers' motivations.

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

A number of hospitality businesses are understaffed and are experiencing severe labor shortages, in various contexts. In many cases, hotels and restaurants are finding it difficult to retain and recruit motivated employees. In this light, this research uses key constructs related to the self-determination theory and integrates them with a responsible human resources management (HRM) measure, to investigate the antecedents of organizational commitment. The underlying objective of this study is to shed light on employee psychology and on responsible organizational behaviors in the hospitality industry.

Primary data were captured through an online questionnaire distributed via popular LinkedIn groups that represent hospitality employees. A composite-based structural equations modeling approach was used to confirm the reliability and validity of the chosen factors and to shed light on the causal paths of this contribution’s proposed model.

The results indicate that there are highly significant direct and indirect effects in this study, particularly between extrinsic motivations – organizational commitment and between responsible HRM – organizational commitment. These relationships are mediated by intrinsic motivations.

This contribution advances a robust responsible organizational behavior model comprising responsible HRM, extrinsic rewards, intrinsic motivation and organizational commitment.

This research implies that practitioners ought to incentivize and reward hardworking employees, in a commensurate manner, to offer them great working environments as well as appropriate conditions of employment, to enhance their loyalty, minimize turnover rates and to attract promising talent.

This empirical study incorporates a responsible HRM construct with extrinsic and intrinsic motivations. It confirms that they are significant antecedents of organizational commitment. Unlike previous research, this contribution focuses on employee psychology as well as on strategic organizational behaviors during a time when tourism businesses are experiencing an increase in demand for their services, in the aftermath of the COVID-19 pandemic. It raises awareness on the industry’s perennial challenges in attracting and retaining employees.

许多酒店业都面临劳动力短缺。一些酒店和餐馆人手不足。在许多情况下, 他们发现很难留住和招聘有积极性的员工。有鉴于此, 本研究使用与自决理论 (SDT) 相关的关键结构, 并将它们与负责任的人力资源管理 (HRM) 措施相结合, 以调查员工的组织承诺。

主要数据是通过代表酒店员工的热门 LinkedIn 群组分发的在线问卷获取的。利用基于复合材料的结构方程建模方法来确认所选因素的可靠性和有效性, 并阐明该模型的因果路径。

结果表明, 本研究中存在非常显着的直接和间接影响, 特别是在外在动机 - 组织承诺和负责任的 HRM - 组织承诺之间。这些关系由内在动机调节。

这项研究表明, 从业者应该以相称的方式激励和奖励勤奋的员工, 为他们提供良好的工作环境和适当的就业条件, 培养人力资源的忠诚度, 尽量减少他们的离职率, 并吸引有前途的人才。

这一贡献推进了一个强大的负责任的组织行为 (ROB) 模型, 包括负责任的人力资源管理、外在奖励、内在动机和组织承诺。

据作者所知, 没有其他研究将负责任的 HRM 结构与外在和内在动机结合起来, 并将它们视为组织承诺的重要前因。与之前的研究不同, 这篇文章的重点是在冠状病毒 (COVID-19) 大流行之后旅游企业对其服务的需求增加期间的员工心理以及组织行为。它提高了人们对该行业在吸引和留住员工方面长期存在的挑战的认识。

Una gran parte de las empresas hosteleras carecen de personal suficiente y experimentan una grave escasez de mano de obra, en diversos contextos. En muchos casos, los hoteles y restaurantes tienen dificultades para retener y contratar a empleados motivados. En vista de ello, esta investigación utiliza constructos clave relacionados con la teoría de la autodeterminación (TAD) y los integra con una medida de gestión responsable de los recursos humanos (GRH), para investigar el compromiso de la organización de los empleados de hostelería.

Los datos primarios se obtuvieron mediante un cuestionario en línea distribuido a través de grupos populares de LinkedIn que representan a empleados de hostelería. Se utilizó un enfoque de modelización de ecuaciones estructurales basado en compuestos para confirmar la fiabilidad y validez de los factores elegidos y arrojar luz sobre las vías causales del modelo propuesto en esta contribución.

Los resultados indican que en este estudio existen efectos directos e indirectos altamente significativos, en particular entre las motivaciones extrínsecas - el compromiso de la organización y entre la GRH responsable – el compromiso organizacional. Estas relaciones están mediadas por las motivaciones intrínsecas.

Esta contribución avanza un modelo robusto de Comportamiento Organizacional Responsable (ROB) que comprende la GRH responsable, las recompensas extrínsecas, la motivación intrínseca y el compromiso de la organización.

Esta investigación implica que los profesionales deben incentivar y recompensar a los empleados más trabajadores, de forma proporcionada, para ofrecerles entornos de trabajo idóneos, así como condiciones de empleo adecuadas, con el fin de aumentar su lealtad, minimizar las tasas de rotación y atraer a talentos prometedores.

Este estudio empírico incorpora un constructo de GRH responsable con motivaciones extrínsecas e intrínsecas. Confirma que son antecedentes significativos del compromiso de la organización. A diferencia de investigaciones anteriores, esta contribución se centra en la psicología de los empleados, así como en los comportamientos organizativos estratégicos en un momento en el que las empresas turísticas están experimentando un aumento de la demanda de sus servicios, tras la pandemia del coronavirus (COVID-19). Asimismo, sensibiliza sobre los retos perennes de la industria a la hora de atraer y retener a los empleados.